Personal Development Plan and management

Personal Development Plan

My current job involves managing a team of 20 product line employees in a local consumer electronics company. This job position is so demanding that we have to meet our production targets every day before we break for home. To meet these targets, I have devised a strict time plan that allocates specific timelines for specific job tasks undertaken by each employee. This ensures that at any given time, work hours are being utilized wisely by every employee. As a Dowling, Festing and Engle (2008) advice, I also closely monitor the employees to ensure that they diligently follow the time schedules. In addition, I review these time plans on a regular basis so as to ensure that they accurately reflect the prevailing production targets and the staffing capacity of the organisation.


Apart from making appropriate time management plans, I also make work plans. These work plans are made in collaboration with the production manager as well as junior employees. This helps to objectively interrogate the company’s production targets within specific periods of time against the workforce’s capability. To meet these production targets I set production line targets and communicate them to the production line team. In order to ensure that the set production targets are met, I set personal and team short-term milestones whose achievements is evaluated at the end of every day. Even as I play a supervisory role in ensuring the employees work within the set work plan, I am aware that as a manager, I expect to play a central role in the achievement of the set production targets.


In order to ensure that everything is working right, I undertake evaluation drills to measure my performance and that of my team. This performance appraisal exercises normally take the form of surveys, where one-on-one interviews are conducted on all the team members. These interviews are conversational and employees are encouraged to make contributions on the best way of performing workplace tasks (Beardwell & Claydon, 2010). The results of these individual performance measurement drills are communicated back to the employees. In addition, I post the general observations on the notice board to allow for thought provocation and action (White, G. and Druker, 2008). Arguably, this form of performance measurement is important because it not only encourages employees to correct their past mistakes but it captures employee-opinions.

In my both my work and personal life, I have many responsibilities. Ordinarily, I have the responsibility to live a positive life, that is, obey the laws, pay taxes, give back to the society, and honour my religious obligations. At the workplace, I have the responsibility to ensure production targets are met, work priorities are diligently executed, time schedules are strictly followed, that the minimum safety and health requirements are met and that my team work within the set organizational goals. Ideally, I understand that fulfilling workplace responsibilities is a function of fulfilling personal responsibilities (Dowling et al., 2008). This argument is based on the notion that one must be socially responsible to successfully execute their workplace obligations.

I am a focused person who believes in conquering the future. I have ambitions to advance my career within my current organization or even in other stimulating environments. These ambitions are based on the realization that my present efforts are the key determinants of my future success (Beardwell & Claydon, 2010). Specifically, I am strongly convinced that in the next ten years, I will have acquired necessary academic and professional skills and knowledge to manage a large number of employees working in different organisational departments and not production alone. Ideally, these are specific, measurable, achievable, realistic, and time-framed goals that according to White and Druker (2008) give me the space to mature professionally and build crucial professional links within the consumer electronics industry.


An objective examination of my inner self reveals that I am an ambivalent person. Though I am an outgoing and outspoken person, sometimes I find myself using the bulk of my time reflecting on personal and work related matters, reading management related literature, and solving real and hypothetical problems on my own. My strengths include making future plans and approaching complex situations in a sober mood and therefore brainstorming an appropriate solution. Even so, I have weaknesses in imparting a strong sense of teamwork among junior employees. This is a major weakness because I have come to realise that I only employ teamwork whenever it is very necessary, otherwise I encourage individual work.


In order to address the above weakness while optimising the strength, I am aware that my work demands optimum interaction with my juniors and seniors alike and that I should take a central stance in encouraging teamwork. To this end, I plan to interact more with my team members and learn their cultural values, interests and expectations so as to make it easy to draw out the best strategies to encourage them to work as a team. This will also teach me social skills that will guide me in changing from an ambivalent manager to a more interactive manager capable of managing a large number of employees working in different organisational departments (Harzing and Pinnington, 2010). This goal will be easily achieved if I also optimise my research skills and the ability to reflect on future organisational issues.


My workplace goal to acquire necessary academic and professional skills and knowledge to manage a large number of employees working in different organisational departments is futuristic in nature in the sense that they target the next ten years. Such futuristic goal sits within Maslow hierarchy-of-needs theory. This is because the goal sits at the peak of Maslow’s five-level hierarchy of needs – it is a goal whose achievement will result in the attainment of my self-actualisation needs. Being the overall manager of a large company will be a turning point for my personal and work related experiences as it will offer me a stimulating environment to sharpen my management skills (Perkins and White, 2011). Ultimately, this will make me more effective in making critical decisions affecting large workplaces.





Beardwell, J. and Claydon, T. (2010) Human resource management: A contemporary perspective. 6th ed. Harlow: FT Prentice Hall.

Dowling, P., Festing, M., and Engle, D. E. (2008) International human resource management. 5th ed. Andover: Cengage Learning.

Harzing, A. W. and Pinnington, A. (2010) International human resource management. California: Sage.

Perkins, S. and White, G. (2011) Employee reward: Alternatives, consequences and contexts. London: CIPD.

White, G. and Druker, J. (2008) Reward management-a critical text. 2nd ed. London: Routledge.

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